This exploratory study identifies actions and behaviors that subordinates attribute to bad leadership and explores the implications these factors have for organizations. Data were obtained through a Web‐based survey that generated 335 respondents who completed at least some of the questions. Results identified the prevalence of bad leaders, behaviors causing a leader to be perceived as bad, the impact of bad leaders on the employee and organization, whether these bad leaders had always been bad, and what happened to the bad leader. An interesting discovery was that the majority of bad leaders were either promoted or rewarded by the organization.
Purpose -The purpose of the development of the paper was due to the seemingly endless searching for deans to replace the former dean of three to four years. Design/methodology/approach -The paper was developed around the present relevant secondary data. Findings -The key findings of the paper were that deans were being replaced due to the difference in expectation of the various constituents (e.g. students, faculty, administration, parents) in the performance of the SBA. Research limitations/implications -Limitations of the study were not providing primary data to support the theory based hypotheses of the study. Practical implications -Deans need to recognize that there will be conflicting expectations relative to the performance of the dean and that deans have a very short time to effectuate change in academic organizations. Social implications -Not having such high turnover in dean's positions should provide the stability of management to bring about change need in institutions of higher education. Originality/value -Identification of key mistakes made by deans as well as the mistakes made by faculty undermine the performance of deans. Keywords Dean search process, Mistakes made by deans/faculty, Reference point theory, Dean candidate pool, Higher education, Performance management Paper type Research paperThe difference between a top CEO and a dean: The CEO starts a meeting by placing a loaded revolver on the table and asks if there are any questions! A dean starts a meeting by placing a water gun (minus the water) on the table and hopes that there will be no questions ( Jack Welch, former CEO, General Electric).
This study examines destructive leader behaviours among a sample of Iranian leaders. Destructive leader behaviour was measured using the Destructive Leadership Questionnaire (DLQ) developed by Shaw et al. (2011). Data from 700 Iranian subordinates who completed the DLQ were used to identify the dimensions of destructive leadership using principle components factor analysis. The factor analytic data were used to develop an Iranian version of the DLQ. Behavioural scale scores were then used to identify a typology of destructive leaders in the Iranian sample.
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